Anusha Major Project Report

A PROJECT REPORT
On
EMPLOYEE EMPOWERMENT AND JOB ENGAGEMENT OF EMPLOYEES
At
SOLARA ACTIVE PHARMA SCIENCES LIMITED
Submitted by
ANUSHA G
(Reg. No: 22397026)
In partial fulfilment for the award of the degree of
MASTER OF BUSINESS ADMINISTRATION

Under the guidance of
Professor Dr. S. RIASUDEEN

Department of Management Studies
Pondicherry University
DEPARTMENT OF MANAGEMENT STUDIES

SCHOOL OF MANAGEMENT
PONDICHERRY UNIVERSITY
PUDUCHERRY – 605 014
JULY – SEPTEMBER 2023
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CERTIFICATE
This is to certify that this project report entitled “EMPLOYEE EMPOWERMENT AND
JOB ENGAGEMENT OF EMPLOYEES AT SOLARA ACTIVE PHARMA SCIENCES
LIMITED” is submitted by ANUSHA G (REGISTER NO: 22397026) II MBA to the
DEPARTMENT OF MANAGEMENT STUDIES, SCHOOL OF MANAGEMENT,
PONDICHERRY UNIVERSITY in partial fulfilment of the requirements for the award of
the degree of MASTER OF BUSINESS ADMINISTRATION and is a record of an original
and bonafide work done under the guidance of Dr. S. RIASUDEEN , Professor, Department
of Management Studies, Pondicherry University. This report has not formed the basis for the
award of any degree, diploma, associateship, fellowship or other similar title to the candidate
and that the report represents an independent and original work on the part of the candidate.
Dr. S. RIASUDEEN
Professor and Project Guide
Department of Management
Studies
Dr. R. KASILINGAM
Professor and Head
Date:
Place: Pondicherry 605 014
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DECLARATION
I hereby declare that the project titled, “EMPLOYEE EMPOWERMENT AND JOB
ENGAGEMENT OF EMPLOYEES AT SOLARA ACTIVE PHARMA SCIENCES
LIMITED” is an original work done by me under the guidance of Dr. S. Riasudeen,
Professor, Department of Management Studies, Pondicherry University. This project or any
part thereof, has not been submitted for any Degree / Diploma / Associate ship / Fellowship /
any other similar title or recognition to this University or any other University.
I take full responsibility for the originality of this report. I am aware that I may have to forfeit
the degree if plagiarism has been detected after the award of the degree. Notwithstanding the
supervision provided to me by the Faculty Guide, I warrant that any alleged act(s) of
plagiarism in this project report are entirely my responsibility. Pondicherry University and/or
its employees shall under no circumstances whatsoever be under any liability of any kind in
respect of the aforesaid act(s) of plagiarism.
ANUSHA G
Register No: 22397026
II MBA
Pondicherry University
Date:
Place:
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ACKNOWLEDGEMENT
The successful completion of any task would be incomplete without mentioning the names of
the people who helped to make it possible. I take this opportunity to express my gratitude in a
few words to all those who helped me in the completion of this project.
I express my heartfelt gratitude to Dr. R. Kasilingam, Head of the Department, Department of

Management Studies, Pondicherry University for his constant encouragement and support.
I thank Mr. Selvakumar, Deputy HR Manager, Human Resource Department, Solara Active
Pharma Sciences, for giving me an opportunity to do my project in this esteemed
organization.
My project guide Dr. S. Riasudeen, Asst. Professor, Department of Management Studies,

Pondicherry University needs to be specially mentioned for his valuable and constructive
criticism and feedback at all stages of the project. It would have been impossible to
successfully complete this project in the stipulated time period without his most valuable help
and guidance.
I also thank all the employees and support staff of Solara Active Pharma Sciences Limited for
their valuable help and support throughout the course of the project.
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ABSTRACT
This project titled EMPLOYEE EMPOWERMENT AND JOB ENGAGEMENT OF

EMPLOYEES AT SOLARA ACTIVE PHARMA SCIENCES LIMITED” aims at
finding
out relationship between employee empowerment and job engagement and other factors
contributing for them. It also identifies how demographics details influence those variables.
This study is of descriptive and a survey was conducted among 60 employees working at
Solara. They have been selected by using simple random sampling method and data were
collected using a 5 point scale questionnaire. The data collected were analyzed by using SPSS
Software to find the relationship between the demographic details, how empowered an
employee feels and their engagement towards the job and it is found that there is no
significant difference between them. But turnover intention and service effort is included to
know more about them and those have significant difference on job engagement. The absence
of a significant relationship between employee empowerment and job engagement, turnover
intention and service effort variables suggests that the degree of empowerment, in isolation,
may not be the primary driver of job engagement, turnover intention, or service effort within
our sample.
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CONTENTS
DECLARATION........................................................................................................................4
ABSTRACT...............................................................................................................................6
CHAPTER I.............................................................................................................................10
INTRODUCTION....................................................................................................................10
1.1 Research background......................................................................................................10
1.3 Need for the study...........................................................................................................24
1.4 Objectives and scope......................................................................................................25
1.5 Deliverables....................................................................................................................25
CHAPTER II............................................................................................................................26
LITERATURE SURVEY........................................................................................................26
2.1 Review of literature.........................................................................................................26
2.2 Profile of the company....................................................................................................34
CHAPTER III...........................................................................................................................36
RESEARCH METHODOLOGY.............................................................................................36
3.1 Type of research..............................................................................................................36
3.2 Agency for study.............................................................................................................36
3.3 Description of sample.....................................................................................................36
3.4 Sampling method............................................................................................................36
3.5 Data collection procedure...............................................................................................36
3.6 Research hypothesis........................................................................................................36
3.7 Measures and scale.........................................................................................................38
3.8 Tools for analysis............................................................................................................40
3.9 Assumptions....................................................................................................................40
CHAPTER IV...........................................................................................................................41
DATA ANALYSIS AND INTERPRETATION......................................................................41
4.1 Percentage analysis.........................................................................................................41
4.2 One way ANOVA...........................................................................................................51
4.3 T - Test............................................................................................................................60
4.4 Correlation......................................................................................................................61
CHAPTER V............................................................................................................................63
FINDINGS OF THE RESEARCH AND CONCLUSION......................................................63
5.1 Research findings............................................................................................................63
5.2 Discussions and Suggestions..........................................................................................64

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5.3 Future research................................................................................................................65
5.4 Limitations......................................................................................................................66
5.5 Conclusion......................................................................................................................66
BIBLIOGRAPHY....................................................................................................................68
QUESTIONNAIRE..................................................................................................................74
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LIST OF TABLES
Table 4.1 Employees’ response based on age..........................................................................41

Table 4.2 Employees’ response based on gender.....................................................................42
Table 4.3 Employees’ response based on department..............................................................43
Table 4.4 Employees’ response based on experience..............................................................44
Table 4.5 Employees’ response based on qualification............................................................45
Table 4.6 Employees’ response based on shift.........................................................................46
Table 4.7 Employees’ response based on role.........................................................................47
Table 4.8 Employees’ response based on marital status..........................................................48
Table 4.9 Employees’ response based on type of employment................................................49
Table 4.10 Employees’ response based on years of working in Solara...................................50
Table 4.11 One way anova for age and empowerment, job engagement, turnover intention
and service effort......................................................................................................................51
Table 4.12 One way anova for department and empowerment, job engagement, turnover
intention and service effort.......................................................................................................52
Table 4.13 One way anova for experience and empowerment, job engagement, turnover
Table 4.14 One way anova for qualification and empowerment, job engagement, turnover
Table 4.15 One way anova for shift and empowerment, job engagement, turnover intention
Table 4.16 One way anova for role and empowerment, job engagement, turnover intention
Table 4.17 One way anova for marital status and empowerment, job engagement, turnover
Table 4.18 One way anova for type of employment and empowerment, job engagement,
turnover intention and service effort........................................................................................58
Table 4.19 One way anova for years of working in Solara and empowerment, job
engagement, turnover intention and service effort...................................................................59
Table 4.20 Independent sample t-test for gender and empowerment, job engagement, turnover
Table 4.21 Correlation between empowerment, job engagement, turnover intention and
service effort.............................................................................................................................61
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CHAPTER I
INTRODUCTION
1.1 Research background

To know about employee empowerment of an organization in its true form, this study
included aspects such as job satisfaction of the employees, commitment of employees
towards the organization and the turnover intention of employees and they are linked with the
service effort which the employee is ready to take. Thus all these factors are interdependent
to each other.
Employee empowerment
Employee empowerment can be defined as the ways in which organizations provide certain
degree of autonomy and control to their employees in their day-to-day operations. The main
principle of employee empowerment is to provide employees the authority to involve and
take important decisions and help ensure that those decisions are appropriate. This concept
has gained popularity in modern approach to management.
But the roots for the concept of employee empowerment can be found since late 19 th century.
Various management theories have explained about this. Fredrick Taylor’s Scientific
Management theory predominantly focus on making optimized work processes and
maximizing productivity. In this approach there was top down approach to management and
thus it involves limited participation of employees in decision making process. The control
relies with the top management itself to a greater extent.
The Human Relations Movement led by Elton Mayo challenged the scientific management
approach and concluded that employees’ satisfaction, productivity and other social and
psychological factors are linked with their motivation and identification of their needs. Thus
the importance of employees came into picture.
By 1940s Participative Management Theory gained momentum. Organizations started

involving employees in decision making process. Likert’s approach states that power and
responsibility to achieve organizational goals can be distributed among all employees so that
employee engagement will be high.
Quality Circles Movement propounded by Edwards emerged in Japan by 1960s and spread
globally encouraged employees to involve in problem-solving and make them voice out in
decisions that affect their work processes and quality standards.
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Total Quality Management states that employees at all levels must be responsible for
quality. This gives them autonomy in taking decisions regarding factors affecting quality.
Then comes the concept of Modern Empowerment in late20s and is coming around till
now. It has considered employee empowerment as a crucial aspect in management and
leadership. Here empowerment involves granting employees the authority, responsibility,
freedom and resources to contribute in achieving organization’s goals.
Contemporary management theories such as agile management, transformational

leadership, management by objective, etc states that employee empowerment plays a major
role in attaining organization’s objectives. It emphasizes the participation of employees in
management.
Thus the idea of employee empowerment has evolved and emerged as an important concept
in today’s management style.
Importance of employee empowerment in an organization
 Employee empowerment leads to efficient workflow because they will have higher
job satisfaction and motivation to perform their work. A McKinsey report has said
that organizations which have highly empowered employees have a 70% higher rate
of innovation when compared with the organization that has low employee
engagement.
 Improves job satisfaction which in turn reduces the attrition rate. This is because of
employees involving in decision making. It increases their happiness and feel a strong
sense of belonging to the organization.
 This also helps in increasing the productivity of the firm as they will be motivated to
achieve higher profits.
 The employees are provided freedom so they are encouraged to provide better
customer service and address the issues of customers effectively.
 Promotes optimistic organizational culture as there will be open communication and a
perspective of treating the company as their community.
How employee empowerment can be increased?
 Clear goals:
Give a clear definition regarding the responsibility of each employees to attain the set
goals so that there will be no vague. The initiatives that must be taken by employees to
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reach the set expectation must also be explicit. This will allow them to perform
accordingly.
 Delegate authority:
Delegation of decision making authority at all levels of organization will increase
their responsibility and ownership perspective. Within their areas of responsibility the
employees must be encouraged to take decisions.
 Recognition:
Acknowledging the effort of employees reinforces the value of empowerment. It can
be through monetary or non-monetary rewards.
 Proper training:
Since we need employees to participate in the decision making process, training is
inevitable for all employees at all the levels. The decisions should not adversely affect
the company. When necessary training is given the employees will also be confident
with their tasks.
 Feedback and review:
Periodic assessment of performances will help in enhancing the skills of employees.
The initiatives taken must be adapted accordingly thereafter. Employee empowerment
should be according to the changing organizational needs.
Job engagement
Job engagement characterizes the extent of enthusiasm and commitment an employee holds
for their role. It is an essential factor for a company's success as it strongly influences job
satisfaction and employee morale. Engaged employees are typically more productive and
tend to deliver superior performance.
Evolution of the concept of job engagement
The concept of job engagement has evolved significantly over time, marked by distinct
phases and transformations.
In its early stages, this concept was firmly rooted in the conventional work model, where
employees were primarily expected to fulfill their duties, show up for work, and collect their
paychecks, with little emphasis on emotional involvement or motivation. As time passed,
organizations increasingly recognized the value of having a more committed and motivated
workforce. This paradigm shift became particularly noticeable from the latter part of the 20th
century into the 21st century. Researchers and practitioners began to explore the
psychological
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and emotional dimensions of work, acknowledging that engaged employees tended to be
more productive and more likely to remain loyal to their organizations. The evolution of job
engagement also responded to shifts in the nature of work environments, particularly the
ascent of knowledge-based and service-oriented industries. With growing complexity and the
demand for creativity and innovation, employee engagement emerged as a pivotal factor in
achieving organizational success. Furthermore, technological advancements and an
interconnected world played a role in shaping the concept of job engagement. Trends like
remote work, flexible schedules, and the blending of personal and professional life created
both new challenges and opportunities for nurturing employee engagement. In the present
day, the concept of job engagement encompasses a more comprehensive understanding of
employee well-being. It considers aspects such as work-life balance, personal growth, and a
sense of purpose. It is acknowledged as a multifaceted concept, influenced by various factors,
including leadership, corporate culture, and the overall employee experience. In summary, the
evolution of job engagement has progressed from a basic, transactional view of work to a
more nuanced and holistic understanding that encompasses the emotional, psychological, and
social dimensions of the employee's workplace experience. This evolution continues as
workplaces and societal dynamics undergo changes.
One of the most renowned theories in the realm of employee or job engagement is Abraham
Maslow's Hierarchy of Needs, which delineates the essential human needs that must be
satisfied to cultivate a positive workplace environment. Originally formulated in his 1943
publication, "A Theory of Human Motivation," Maslow's employee engagement theory
suggests that the fulfillment of the five fundamental human needs – physiological, safety,
love and belonging, esteem, and self-actualization – fosters elevated employee engagement
and motivation. Maslow's model organizes these human requirements into a hierarchical
pyramid, asserting that one must address the needs at the base of the pyramid before
progressing to the subsequent levels. These needs are categorized as follows:
 Physiological Needs: Positioned at the foundation of the pyramid, these encompass

the most basic necessities such as air, water, sustenance, shelter, sleep, and clothing.
 Safety Needs: This level pertains to personal security, access to resources, job
security, health, and the protection of personal property.
 Love and Belonging: These needs are centered on social connections, encompassing
friendship, intimacy, family bonds, and a sense of belonging and connection.
 Esteem: This category comprises self-esteem, respect, social status, recognition,
autonomy, and a sense of personal competence and empowerment.
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 Self-Actualization: Positioned at the apex of the pyramid, this represents the
aspiration to fulfill one's highest potential and become the best version of oneself.
According to this model, the fundamental needs at the pyramid's base, specifically
physiological needs, must, at a minimum, be met for employees to experience engagement.
This includes earning an income sufficient to cover basic needs and having adequate
downtime for rest and recovery. As individuals progress in fulfilling needs at each tier of the
pyramid, their level of employee engagement increases, subsequently leading to greater
satisfaction and contentment in their work.
Factors influencing job engagement

It is a multifaceted concept that can be measured using a variety of factors or indicators.
Commonly used factors to measure job engagement include:
 Emotional Attachment: This metric evaluates the emotional bond an employee

establishes with their role and the organization. Employees with a strong emotional
connection often experience a sense of belonging and dedication to their workplace.
 Job Satisfaction: Job satisfaction holds a pivotal role in measuring job engagement.
Contented employees are more likely to exhibit higher levels of engagement, driven
by their fulfillment and enjoyment of their work.
 Organizational Commitment: This aspect examines the extent to which employees
align with their organization's objectives and values and are willing to invest effort to
realize them.
 Motivation: Assessing an employee's motivation levels can yield valuable insights
into their level of engagement. Engaged employees typically possess self-motivation
and a strong drive to excel in their roles.
 Productivity: Engaged employees are often associated with heightened productivity
and positive contributions to the organization. Monitoring productivity can indirectly
reflect the level of engagement.
 Workplace Relationships: The quality of relationships with colleagues and
supervisors can significantly influence engagement. Favorable relationships often
contribute to a more engaged workforce
 Job Performance: High-performing employees are frequently more deeply engaged
in their work. Evaluating job performance can provide indications of engagement
levels.
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 Feedback and Recognition: Regular feedback and acknowledgment of employees'
contributions play a role in enhancing engagement. The effectiveness of feedback and
recognition programs can be assessed to gauge their impact on engagement.
 Work-Life Balance: Achieving a harmonious balance between work and personal
life is crucial for engagement. Employees who perceive they have control over this
balance often exhibit higher levels of engagement.
 Personal Growth and Development: The presence of opportunities for learning and
career advancement is linked to engagement. Employees who perceive room for
growth within the organization are more likely to be engaged.
 Involvement in Decision-Making: Employees who have a voice in decision-making
processes related to their work and the organization are often more engaged.
 Absenteeism and Turnover: Lower rates of absenteeism and turnover can indicate
higher engagement levels, as engaged employees are less likely to be absent or leave
the organization.
 Employee Survey: Conducting surveys that directly probe engagement levels and
related factors can provide quantitative insights into the state of engagement within
the organization.
 Employee Net Promoter Score (eNPS): This score evaluates whether employees
would recommend their organization as an excellent place to work. A high eNPS is
frequently associated with heightened engagement.
 Qualitative Feedback: Gathering qualitative feedback from employees through
interviews or focus groups can yield valuable insights into their engagement and the
factors influencing it.
These diverse factors are often utilized in combination to provide a holistic understanding of
job engagement within an organization. For this study job satisfaction and organizational
commitment are considered and given importance to know about job engagement.
Job satisfaction
Job satisfaction refers to state of happiness and well-being of an employee concerning with
his performance and work environment. An employee’s job satisfaction is essential to an
organization as that will directly as well as indirectly benefit the employer in several ways.
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Evolution of job satisfaction
In the early stages concept of job satisfaction was not given that much importance as of now.
In earlier days people work in poor conditions for long hours. There was no realization that
satisfaction of employees is essential. Hawthorne experiments conducted in 1920s
highlighted the importance of social and psychological factors of employees for an
organization. Industrial revolution also contributed towards the shift from such thought.
There are also several theories highlighting job satisfaction. Some of the famous theories are
below:
Frederick Herzberg’s Two Factor Theory:
This theory was proposed by Herzberg. According to the study conducted it was found that
the two factors which contribute to the feelings of employees towards their job are Motivators
and Hygiene factors. These factors serve as the contributors to the job satisfaction.
Motivators includes promotions, monetary rewards, recognitions, etc. While in case of
hygiene factors include proper work environment, good relations with superiors. However if
we see in-depth they cannot empower employees.
Locke’s Value Theory:

This theory was conceptualized by Locke. The Locke’s value theory states that an employee
attains job satisfaction when the job outcomes he receives matches with his desire. If there is
any discrepancies in that he will get job dissatisfaction. So the company must take care o
those factors which lead the employee to get dissatisfaction.
Adam’s Equity Theory:
Adam contributed this theory. Here employees compare the ratio of outputs to inputs with
that of others. While comparing the employee will find inequity if the ratio of that
employee’s outcome to inputs is unequal to others. This perception of equity or inequity will
lead to job satisfaction or dissatisfaction. Input here consists of age, gender, education, social
status, position in the organization, qualification, etc., whereas output consists of pay,
promotions, etc. Thus theory highlights the importance for companies to treat their workers
fairly.
Opponent Process Theory:

Opponent process theory was developed by Landy. This theory states that there will be
resistance to change from the side of employees for anything that is introduced or brought in
newly. So employees will not be satisfied because of that initially. But after experiencing the
gains from such initiatives their satisfaction will increase. So introducing changes will also
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generate satisfaction and hence it should be continuously done.
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Fulfillment Theory:
This theory measures the satisfaction of an employee in terms of rewards a person receives. It
also states that there is positive relationship between the job satisfaction and the actual
satisfaction of the expected needs. But this cannot be considered as the only factor that
contributes for an employee’s satisfaction. There are other factors too such as one’s interest,
level of aspiration, etc.
Benefits of job satisfaction
 Lower turnover:
Higher the job satisfaction lower will be the labour turnover. This idealogy has been
practically proven in many circumstances. This is because satisfied employees are less
likely to leave their current jobs. When employees know that employers value their
feelings and address their issues they are ready to stick around.
 Higher productivity:
Employees who are very satisfied are tend to yield high productivity. They will feel
attached to the organization. Their performance will make difference in the
organization and help in achieving the objectives.
 Brand image:
Employees share about their jobs to the world. If they are very satisfied there will be
good image for the company in the outside world. Because nobody will be willing to
work in a toxic culture. So if there is high employee satisfaction, our company’s
reputation will be high.
Measurement of job satisfaction
 Survey:
Conducting surveys to know the employee satisfaction is one of the best methods.
Tools like Google forms, Office Vibe can be used. Surveys can be used to measure
satisfaction in specific areas like expectations of the employees, relationships with
coworkers, stress level, etc. With the responses employers can analyze and devise
specific strategies accordingly.
 Satisfaction index:
The employees satisfaction index measures the extent to which employees are
satisfied in their job. We can frame questions accordingly relating to workplace, work
expectations, etc. We can also add those questions to the surveys.
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 Employee Net Promoter Score:
This score shows how employees feel about their job. Based on a survey the
evaluation will be made. The employees will be divided into promoters, passives and
detractors. To calculate eNPS we have to deduct % of promoters minus % of
detractors. If the score is positive, it is good. If its zero, it is a warning sign. It is
advised to use some other methods like exit interview data, surveys, etc along with
this to get a proper view.
 Meetings:
Face to face meetings will be conducted and employer will discuss with the
employees regarding his thought on work environment, progression in his career, any
obstacles that they face in the organization and in the work. Thought it is one of the
method to assess job satisfaction, it is not reliable when compared with another
method.
 Suggestion box:
Installing suggestion box for employee will be a better way to know about the
employees opinion and there will be opportunity for the employees to voice out. If
they address their opinion and take necessary action that will also impact job
satisfaction. If there is any negative suggestion, necessary changes can be made.
Affective organizational commitment
In simple terms, organizational commitment refers to the attachment which the employees
have towards their organization. It is the psychological attachment of the workers. Once they
are committed to their organization, they will also be committed to their job. Strongly
committed employees also act as ambassadors for the company. There are three types of
organizational commitment. They are:
 Affective commitment
 Continuance commitment
 Normative commitment
Affective commitment refers to the commitment of the employees due to his or her
emotional attachment towards the organization. This will be lead to sincere commitment of
the employee towards their responsibility and they can relate to the set goals of the
organization.
In case of continuance commitment, there is a compulsive need to stay in the organization.

It may be due to lack of other job opportunities, lack of adequate salary in other places or
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lack of confidence in their abilities
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Whereas in normative commitment the employee feels obligated and considers moral
responsibility to leave the organization.
Ways to improve organizational commitment of employees by the organization
 Foster transparency and effective communication:

To ensure that employees align with an organization's goals and vision, it is essential
to provide clarity regarding these objectives. This involves elucidating how
employees fit into the overall picture, their potential contributions, and their current
and future roles. Encouraging employee’s participation in the company's growth
provides more transparency about profits and losses as well as strategic plans. Such
transparency will not only build trust but also gives value to employees, so that it will
enhance their performance. Besides, clearly defined goals and objectives enable
employees in making informed daily decisions and collaborate with their teams more
efficiently. Implementation of monthly profit meetings, employee newsletters with
crucial updates, and aligning top management can ensure whether organizational
goals are communicated clearly across the people.
 Enhance job satisfaction through job design strategies:
Job design involves creating roles that enable organizations to achieve their objectives
while simultaneously motivating and rewarding employees. Well-structured jobs and
well-designed jobs will increase job satisfaction, reduce absenteeism and attrition
rates and brings greater organizational commitment or all the employees. Job design
strategies encompass various approaches such as job rotation, job simplification, job
enlargement, job enrichment and job crafting. When these strategies are deployed
work becomes more engaging and meaningful and employees feel a committed sense
of responsibility and competence.
 Cultivate inclusivity in the workplace:
Human beings naturally seek a sense of belonging, respect, and the opportunity to be
heard. In larger organizations, unintentionally exclusionary dynamics can be created.
A study by McKinsey stated that 39% of respondents rejected job offers due to
perceived lack of inclusivity in organizations. Without a sense of belonging,
employees are less engaged, less happy in their roles, and less committed to the
organization. Conversely, when employees feel included, respected, and heard, they
thrive at work and exhibit higher commitment. Strategies to promote inclusivity
include conducting employee surveys and acting on feedback, reviewing
recruitment and compensation
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practices, revising employee policies, incorporating inclusion in the onboarding
process, and assessing the impact of daily practices on all employees.
 Demonstrate dedication to employee well-being:
Initiatives to improve employee well-being can begin by soliciting employee feedback
through surveys and gradually implementing suggested improvements. Examples
include creating break-out spaces, offering subsidized healthy food and drinks in the
cafeteria, establishing partnerships with local businesses for discounts on services and
products and addressing consistent overtime work by management intervention. A
sincere commitment to employee well-being fosters a sense of care, leading to
increased job satisfaction.
 Gauge organizational commitment:
Organizational commitment can be assessed through organizational commitment
questionnaires. Today, a widely accepted tool for measuring organizational
commitment is a 24-item questionnaire developed by Alan and Meyer (1990). This
questionnaire consists of three stages as we have already discussed. Affective
commitment, continuance commitment, and normative commitment are those where
participants rate their feelings on a scale. These provide insights into employee
happiness and commitment enabling organizations to develop targeted strategies for
addressing problem areas and build solutions or those.
 Strive for pay equity and fairness:
According to a Pay scale survey, maximum of the respondents stated that higher pay
is the primary reason for seeking alternative employment. Ensuring that employees
perceive fair compensation for their work leads to greater happiness and improved
team morale. Conversely, perceived underpayment or exploitation can result in
decreased motivation, higher absenteeism, and a negative work environment.
Effective communication about pay equity and fairness involves evaluating current
pay fairness, surveying employees' perceptions, and transparently communicating
efforts to improve pay practices. Only a positive perception will increase
organizational commitment of employees.
 Prioritize employee development:
Providing internal promotion opportunities, comprehensive training, and ongoing skill
development empowers employees to advance in their careers. Regular constructive
feedback identifies areas for improvement and celebrates achievements. Offering
opportunities for goal setting and attainment, along with challenges and rewards
contributes to a more engaged workforce and higher organizational commitment.
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Facilitating career planning and implementation of them and tracking of those
developmental efforts fosters empowered employees, improves team morale and
ultimately increases organizational commitment.
Turnover intention
Employee turnover intention denotes the probability of an employee departing from their
current job. Regardless of an organization's location, size, or industry, employee turnover
intention has consistently been a significant concern. The precursor for departing from one's
job or organization is the intention to do so, commonly known as turnover intention. It
represents employees' contemplation and planning to leave their current job and organization
for various reasons. As turnover intention is not overtly expressed, pinpointing the factors
that contribute to employees leaving their job and organization can be challenging. There is
always a correlation between job satisfaction, job-related stress, organizational culture,
commitment to the organization, compensation, organizational fairness, opportunities for
advancement, demographic variables, leadership styles, and the organizational climate.
Factors influencing employees’ turnover intention
 Job satisfaction:
Job satisfaction significantly influences employee turnover. Higher satisfaction boosts
productivity and reduces turnover, while dissatisfaction harms performance and
prompts job seeking. Many factors contribute to satisfaction: work nature,
compensation, and conditions, along with formal aspects like policies and
supervision. Recognition and growth opportunities are equally important. Neglecting
them can demotivate employees, causing resignations. In essence, fostering job
satisfaction through holistic support, recognition, and opportunities is essential for
retaining a motivated workforce and reducing turnover.
 Colleague Relations:
Colleague relations refer to the interpersonal connections or the rapport an individual
shares with their fellow co-workers in the workplace. These connections manifest as
cooperation, trust, and similar aspects. Strong colleague relations foster team cohesion
and contribute to a positive work environment, free from unnecessary detrimental
competition. Conversely, the absence of positive colleague relations can give rise to
conflicts and foster a distressing atmosphere of unhealthy competition in the
workplace. This can result in employees feeling alienated and let down, negatively
impacting their
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performance, efficiency, and productivity. Ultimately, such conditions may lead them
to consider resigning from their positions.
 Communication:
Communication involves the exchange of both personal and non-personal
information. It wields significant influence over the decision-making process. In the
professional sphere, effective communication and information sharing contribute to
resolving any challenges a company or organization may encounter. When colleagues
or superiors engage in open communication, it fosters a sense of respect and
recognition among employees. Conversely, a dearth of communication leaves
employees feeling undervalued and overlooked. When employees do not experience a
sense of acknowledgment, appreciation, or respect, they are more inclined to
consider leaving their job.
 Organizational commitment:
Organizational commitment pertains to the psychological bond an employee forms
with their organization. Increased organizational commitment signifies a heightened
willingness on the part of the employee to continue their employment with the
organization. The provision of organizational support elevates employee morale and
strengthens their commitment, granting them additional benefits. A substantial
positive correlation exists between organizational commitment and job autonomy.
The greater an employee's commitment to the organization, the lower the likelihood
of them resigning from their position.
 Organizational justice:
Organizational justice encompasses the fairness in how resources are distributed
within the organization and the absence of bias. It encompasses various facets,
including the actions and decisions taken by management, employee compensation,
opportunities for promotion and career advancement, as well as performance
evaluations. Employees have an expectation that the organization will uphold
principles of justice, impartiality, and transparency in these areas. When these
principles are consistently followed, employees are more likely to feel motivated and
content. Conversely, a deficiency in organizational justice can result in employee
demotivation and may lead them to consider leaving the organization.
 Organizational politics:
Organizational politics pertain to the behavior exhibited by employees in the
workplace, and it can have both positive and negative repercussions for the company.
Negative consequences may include conflicts arising from disputes over resources
and
24
ethical considerations. Such political dynamics can lead to the formation of factions,
disputes, and internal conflicts within the organization. Additionally, they can
influence employee turnover, affecting organizational policies and the organization's
public image. In the end, it is not definitively clear whether organizational politics
invariably have a detrimental impact on employees' work ethic. However, it is certain
that organizational politics are one of the factors contributing to employee turnover.
 Organizational reputation:
Organizational reputation reflects the social and economic image of a company,
impacting its value and standing in the region. A positive reputation is essential, as it
fosters employee pride and trust from both employees and clients. It reduces
employee turnover and motivates them to excel, while a tarnished reputation may lead
to higher turnover due to diminished efforts. Sudden reputation shifts can prompt
swift decisions.
Ways to measure turnover
 Overall retention rate

 Overall turnover rate
 Employee satisfaction
 Voluntary turnover
 Involuntary turnover rate
 Average length of employment
 New employee satisfaction rate
 New hire retention
 Turnover rate by department
 Retention rate for star employees
 Retention rate for low performing employees
 Cost of turnover
Service effort
Service effort exerted by employees is necessary for all companies to increase their
reputation, quality, etc. When each and every employee id fully engaged and puts great effort
to fulfill their responsibility, the organization as a whole will attain success.
Reasons why employees effort in providing service is important
 Strengthens company culture
25
 Streamlines process
 Helps in providing high quality products and services
 Lowers turnover rate
In summary, cultivating employee empowerment within a company significantly influences

key factors. Empowered employees often enjoy enhanced job satisfaction, resulting in
heightened organizational dedication. Consequently, this diminishes the likelihood of
turnover intentions, as employees establish stronger bonds with their workplace.
Additionally, empowered staff are inclined to dedicate more effort to service, ultimately
yielding advantages for the organization in the form of improved performance and heightened
customer satisfaction. Thus, it becomes apparent that employee empowerment serves as a
central driver in establishing a positive workplace environment and achieving organizational
prosperity.
1.2 Identified problem
The most expected and needed one in today’s corporate world is employee’s inclusivity in the
organization. Considering the satisfaction of human resources, their participation in the
company and giving importance to their requirements is very important for an organization to
retain the employees and to provide quality service so that their goals are achieved. Thus
studying about this is a crucial part as it helps organizations improve their bottom line, create
a positive workplace culture, and meet legal and ethical obligations. It's a strategic investment
that benefits both employees and the organization as a whole. If there is any problem in any
of those aspects, that will hinder company’s growth and makes it difficult in building a
resilient and thriving workplace culture.
1.3 Need for the study

As the organization becomes more complex, employees expectations also increases.
Although a lot of studies have been conducted on job engagement, employee empowerment,
etc., there is still arising concerns for all organizations to study deep about their employees
from time to time as the trend changes. Thus it is necessary to gain a clear picture of the
employees thought on their employment so that steps can be taken to increase their
empowerment, satisfaction and commitment of people. This study identifies various factors
contributing for those mentioned. It also includes turnover intention and service effort as they
are directly affected if any of those is decreased.
26
1.4 Objectives and scope
The objective of the study is to identify the employee empowerment and engagement of
employees in an organization especially in a manufacturing sector as Solara Active Pharma
Sciences Ltd is a pharmaceutical manufacturing company and it assess employee well-being,
promote leadership development, increase employee engagement, increase productivity and
reduce attrition rate. The study is confined to Solara Active Pharma Sciences Ltd. We also
aim at proposing a model that explains the relationship between employee empowerment, job
satisfaction and organizational commitment, turnover intention and service effort in an
organization as these factors has impact on various other variables. The study also has wide
scope as it can be used to conduct qualitative analysis, do comparative studies and helps to
have cross-cultural research.
1.5 Deliverables
 This study gives an insight about the importance of the role of employees, their
involvement, well-being in the organization specifically in Solara and also in the
manufacturing industry.
 How employees commitment to the organization makes the difference, productivity a
satisfied employee brings in, how employee’s participation in decision making makes
him engage more with the responsibilities and such other matters are identified.
 This study can be used in the future for various employee empowerment programmes.
27
CHAPTER II
LITERATURE REVIEW
2.1 Review of literature

According to Wong Humborstad and Perry (2011), employee empowerment initiative
pertains to the extent to which employees are empowered to make specific decisions
independently, without the need for supervisor consultation, thereby initiating organizational
dynamics from the grassroots level. It considered job attitudes are a combination of job
satisfaction and organizational commitment. The study aims to assess the correlation between
perceived empowerment practices and the service effort and turnover intentions of Chinese
service employees. It also explores the mediating role of employee job attitudes in this
context. The results revealed a significant mediating effect of job attitudes on the relationship
between empowerment practices and turnover intention. However, no significant relationship
was found between empowerment and the service effort of Chinese employees.
According to Brue Louis Rich, Jeffrey A. Lepine, Eean R. Crawford (2017), the concept of
engagement is defined as an individual's wholehearted commitment to a role, offers a more
extensive insight into the connection between performance and various factors compared to
widely recognized ideas that focus on narrower aspects of an individual's identity. The
findings from their study indicates that engagement plays a pivotal role in mediating the
relationships between factors such as value congruence, perceived organizational support,
and core self- evaluations, and two critical dimensions of job performance: task performance
and organizational citizenship behavior. While they also examined job involvement, job
satisfaction, and intrinsic motivation as mediators, it became apparent that none of these
factors surpassed engagement in elucidating the connections between the precursors and
performance outcomes.
According to the study conducted by Roberts Darryl R, Davenport, Thomas (2002), job
engagement refers to the level of passion and active participation an individual exhibits in
their work. Job engagement is intricately linked to organizational commitment, signifying an
individual's alignment with the organization's objectives and principles, their eagerness to
invest effort on behalf of the organization, and their inclination to remain part of the
organization. Employees who are engaged in their jobs tend to be committed to their
organizations. However it may that people engaged to their jobs need not be committed to
their organization.
28
The purpose of research by Demir (2020) is to explore how teachers' self-efficacy beliefs
influence various aspects of their professional development, such as improving teaching
methods. Schools with highly self-efficacious teachers play a significant role in shaping
students' self-efficacy perceptions. When considering multiple factors, self-efficacy belief
emerges as a crucial element in education quality, shedding light on the impact of self-
efficacy. This research aims to uncover the relationship between self-efficacy and job
satisfaction, organizational commitment, motivation, and job involvement. The study found
that as teachers' self-efficacy beliefs increased, so did their levels of job satisfaction,
organizational commitment, motivation, and job involvement. Job satisfaction and
organizational commitment acted as partial mediators in the relationship between teachers'
self-efficacy and motivation. Self-efficacy beliefs had a positive impact on teachers' job
involvement, with job satisfaction and motivation fully mediating this effect. Organizational
commitment and motivation also fully mediated the relationship between teachers' self-
efficacy and job involvement.
The purpose of the study conducted by Soomro and Shah (2019), this paper is to investigate
the impact of entrepreneurial orientation and organizational culture on job satisfaction,
organizational commitment and employee’s performance. The results revealed a positive and
significant impact of organizational commitment, job satisfaction and organizational culture
on employee’s performance. An entrepreneurial orientation has a positive and significant
impact on organizational commitment. Job satisfaction is impacted by organizational
commitment, while organizational culture is influenced by job satisfaction. On the other
hand, entrepreneurial orientation has a non-significant impact on employee’s performance.
The research of Atmojo (2015), indicated a positive and significant influence of

organizational commitment, job satisfaction, and organizational culture on employee
performance. Entrepreneurial orientation is found to have a positive and significant impact on
organizational commitment. Job satisfaction is influenced by organizational commitment,
while organizational culture is shaped by job satisfaction. However, entrepreneurial
orientation does not have a significant impact on employee performance. as technology
advances, employees become more stressed. The demands of being more productive in
addition to reducing costs add additional stress on employees.
In the study conducted by CE Lance (1991), a comprehensive model was developed to

explore the factors influencing overall job satisfaction, organizational commitment, and the
antecedents to voluntary turnover. The model posited that job satisfaction and organizational
commitment
29
are outcomes arising from shared perceptions of the work environment. Furthermore, it
hypothesized a non-recursive relationship between commitment and satisfaction. The model
also suggested that affect, encompassing both satisfaction and commitment, plays a
mediating role in how work environment perceptions influence the precursors to voluntary
turnover. The study found substantial support for hypotheses related to the determinants of
commitment and turnover considerations. It also identified an asymmetric, reciprocal
relationship between overall job satisfaction and organizational commitment. In discussing
future research directions, the paper highlighted the need to develop distinct causal models
for various types of employee turnover.
In the study of J Culibrk, M Delic, S Mitrovic, D Culibrk (2018), it is found that job
involvement serves as a partial mediator for the impact of job satisfaction on organizational
commitment. Furthermore, it is observed that job satisfaction in Serbia is influenced by work
characteristics. However, in contrast to numerous studies conducted in more developed
economies, organizational policies and procedures do not appear to significantly influence
employee satisfaction in this context.
According to the study of SP Schappe (1998), variables such as job satisfaction, perceptions
of procedural justice, and organizational commitment are noteworthy factors associated with
organizational citizenship behavior (OCB) were examined together to assess their respective
impacts on OCB. The findings from hierarchical regression analyses revealed that, when all
three variables were examined simultaneously, only organizational commitment was found to
contribute a distinct and significant portion of the variance in OCB.
The findings of the study conducted by Tarigan and Ariani (2015) indicate that most of the
models are a good fit for the data, particularly a partially mediated model of
multidimensional organizational commitment. This research affirms previous studies, which
have shown a positive and significant association between job satisfaction and organizational
commitment. Additionally, both organizational commitment and job satisfaction exhibit a
negative and significant relationship with turnover intention. Furthermore, it was revealed
that organizational commitment is a stronger predictor of turnover intention compared to job
satisfaction. The impact of job satisfaction on turnover intention yielded inconsistent results,
likely influenced by various other factors.
According to Tett and Meyer (1993), both satisfaction and commitment make separate,
unique contributions to the prediction of intention/cognitions and satisfaction has a stronger
predictive
30
influence on intention/cognitions than commitment. Intention/cognitions serve as significant
mediators of the link between attitudes and turnover.
The study conducted by Yucel revealed that job satisfaction plays a significant role as a
precursor to both organizational commitment and turnover intention. Specifically, high levels
of job satisfaction lead to increased commitment and reduced turnover intention. Therefore,
job satisfaction has a positive impact on affective commitment, continuance commitment,
and normative commitment, while simultaneously exerting a negative influence on turnover
intention. These results underscore the importance of considering various factors that may
influence these relationships, highlighting the need for further research into job satisfaction,
organizational commitment, and turnover intention.
According to MH Ameer and S Bhatti (2014), employee empowerment is frequently regarded

as process-oriented, although it can also serve as a motivational system or a form of
participative management. Various categories of satisfaction levels according to them
manifest through three key dimensions: (a) emotional reactions to the workplace ambiance,
(b) the alignment between anticipations and actuality, and (c) contentment concerning
remuneration. The study displayed a moderately weak correlation with the dependent
variable, job satisfaction. Consequently, it can be inferred that employee empowerment exerts
a favorable influence on job satisfaction.
According to Mohapatra and Sundaray (2013), empowerment gives employee with a sense of
sovereignty and it will increase employee job satisfaction. Job enrichment also has important
relationship with job satisfaction, performance and work environment. If employees are
empowered and involved in decision making they will be motivated and performance will be
increased and it will be towards organization’s objectives.
According to the study by PK Mishra (2013), job satisfaction plays a decisive role in shaping
the development of employee motivation by developing organizational culture. Job
satisfaction is linked to socio-economic and personal factors, including age, gender,
incentives, the working environment, educational background, and the duration of
employment, among others.
According to E Babakus, U Yavas and OM Karatepe (2003), there is connection between

management's commitment to service quality and service recovery performance is influenced
by the affective commitment of frontline employees to both their organization and their job
satisfaction. Their findings indicate that the extent of top management's dedication to service
31
quality, as reflected in frontline employees' evaluation of training, empowerment, and
rewards, has a substantial impact on how these employees perceive their service recovery
performance.
According to N Specht, S Fichtel and A Meyer (2007), customers naturally and explicitly
evaluate service encounters based on the observable effort and abilities of service employees,
as indicated by certain behavioral cues. However, the direct impact of perceived effort and
abilities on customer satisfaction varies depending on the type of service.
According to Mochamad Soelton, Marco Suatoni, Tantri Yanuar Rahmat Syah, Yanto Ramli,
Puji Santoso, Bella Amanda and Rini Octaviani (2020), organizational commitment refers to
an employee's sense of affiliation, engagement and allegiance. Meyer, Allen, and Smith,
outline three components of organizational commitment: affective commitment, rational
commitment and normative commitment. These three forms of commitment elucidate an
individual's connection with the organization, impacting their emotional inclination to either
maintain or discontinue their membership.
According to their study employee performance pertains to the efforts of an individual

worker, a management process, or the entire organization. The results of this work must be
substantiated with tangible and measurable evidence compared to pre-established standards.
According to Henry Ongori (2009), empowerment is a widely embraced concept in

management, with many managers and professionals across different organizations claiming
to implement it. In the 21st century, empowerment has taken a central role in numerous
organizations. Properly managed and nurtured, employee empowerment has been observed to
provide significant benefits, particularly in enhancing employee commitment and minimizing
employee turnover. In the current era of globalization, there is a pressing need for employee
empowerment to enable organizations to swiftly adapt to changes in the macro-environment.
The findings from this review underscore the essential nature of employee empowerment in
the context of globalization, allowing organizations to respond swiftly to environmental
changes and decrease employee turnover.
According to Minhajul Islam Ukil (2016), in the dynamic and competitive landscape of
today's business world, organizations grapple with significant challenges when it comes to
enhancing their performance and productivity. Experts widely regard employee
empowerment as a powerful tool that can positively impact organizational performance,
employee contentment, and the quality of services provided. This study seeks to investigate
the relationship between employee empowerment and both employee satisfaction and
32
service quality, as well as the
33
influence of employee satisfaction on service quality. It indicates that employee satisfaction
and service quality are significantly affected by employee empowerment, and contented
employees are more likely to provide higher-quality service. These findings have clear
implications for both employees and organizations. This study suggests that by empowering
their employees, organizations can elevate levels of employee satisfaction, subsequently
leading to an improvement in service quality.
According to Amir Abou Elnaga and Amen Imran (2014), empowerment primarily revolves
around establishing and nurturing trust between management and employees, while also
encouraging their active participation. It stands as a contemporary concept with the potential
to enhance the human element within modern organizations, fostering high levels of
cooperation, teamwork, self-assurance, innovation, independent thinking, and entrepreneurial
spirit.
According to Sergio Fernandez and Tima Moldogaziev (2013), employee empowerment can
be a valuable tool for enhancing job satisfaction, organizational commitment, innovation, and
overall performance. Previous empirical studies have predominantly focused on examining
the direct impact of employee empowerment on these outcome variables, often neglecting to
consider the intermediary role of employee attitudes. The study indicated that employee
empowerment exerts both a direct impact on performance and indirect effects through its
influence on job satisfaction and innovativeness.
The Aaron Cohen’s research (1993) states how variations in the time gap between measuring
organizational commitment and an employee's departure interact with different career stages,
ultimately impacting the commitment-turnover relationship. Among younger employees, we
observe that the correlation becomes more robust when the duration between assessing
organizational commitment and the actual departure is shorter. Furthermore, the results
indicated that the choice of commitment measurement significantly influences the strength of
this relationship.
According to Robert M Marsh and Hiroshi Mannari (1997), the outcomes of the predictive
study, employing multiple regression analysis, contradict the lifetime commitment model: (1)
employees' history of interorganizational mobility before 1969 had no influence on their
lifetime commitment norms and values in 1969; (2) the factors associated with lifetime
commitment in 1969 were universal, rather than distinctively Japanese; (3) employees' degree
of support for lifetime commitment norms and values in 1969 had no causal effect on
whether they remained with the same organization by 1973.
34
According to the study of Lawrence G Hrebiniak and Joseph A Aluto (1972), job
commitment varies in relation to personal variables such as gender, marital status, and the
father's profession, the findings from comprehensive analyses emphasize the predominant
role of job-related factors in elucidating organizational commitment. The significance of
factors like role stress, years of experience within the organization, and dissatisfaction with
the criteria for career advancement suggests that commitment is a process of exchange and
accumulation, contingent on the employee's perception of the balance between what they
receive and what they contribute, as well as the accumulation of supplementary commitments
or investments in the employing system.
The study of Ahmed Imran Hunjra, Naeeem Ul Haq, Syed Waqar Akbar and Muhammad
Yousaf (2011), confirms a substantial disparity in job satisfaction levels between male and
female employees, with evidence indicating that male employees tend to be more content
with their jobs.
According to the study of Jalal Hanaysha and Putri Rozita Tahir (2016), fostering job
satisfaction is a paramount goal for every organization. The study revealed that teamwork
also has a significant and positive impact on job satisfaction. The findings underscore that
employee training contributes significantly to enhancing job satisfaction.
According to Kevin Baird and Haiyin Wang’s study (2010), the findings indicate that
Australian organizations exhibit a moderate degree of employee empowerment. Notably,
cultural elements such as teamwork, as well as organizational factors like training and
connections to rewards, were identified as having a substantial influence on the overall
adoption of employee empowerment. Furthermore, certain cultural and organizational aspects
were linked to various facets of employee empowerment, encompassing collaboration,
formalization, directness, and the extent of influence. This connection was observed across
three distinct stages of the decision-making process in employee empowerment.
According to Robert A Brymer (1991), employee empowerment represents a comprehensive

management philosophy that grants front-line employees explicit authority to autonomously
address guest issues and complaints. This empowerment commences with the operational
approach of the general manager and then cascades down through the organizational
hierarchy. The implementation of empowerment can either be highly structured or more
flexible. Establishing an empowerment program is a systematic procedure, involving
informative meetings, training sessions, and subsequent diagnostic sessions. The
outcomes of such a
35
program can be evaluated in terms of guest satisfaction, employee contentment, and a
managerial assessment, encompassing its impact on the financial performance.
In the study of Mary Ann Hocutt (1998), providing training and autonomy resulted in
increased satisfaction among service employees. Furthermore, enhanced employee
responsiveness and empathy during service recovery led to greater customer satisfaction in
the aftermath of a service failure.
In the study conducted Rumi Saha (2016), the core factors that influence job satisfaction
encompass the working environment, working conditions, compensation management,
promotion opportunities, job security, relationships with managers, relationships with co-
workers, and the overall management-employee relationship. Transformational leadership
behaviors play a crucial role in encouraging employees to develop a deeper commitment to
their organization. The dimensions of organizational climate also play a pivotal role in
fostering organizational commitment, including factors such as training and development,
communication satisfaction, performance appraisal, employee empowerment (particularly in
decision-making), employee motivation, teamwork, trust between employees and managers,
employee wellness, and the organization's image. Organizations that take into account all
these factors tend to demonstrate greater success.
According to Abdul Raziq and Raheela Maulabaksh (2015), there is positive correlation
between the working environment and employee job satisfaction. The study underscores the
importance of recognizing the value of a positive working environment in maximizing job
satisfaction levels within businesses. This paper holds the potential to benefit society by
motivating individuals to contribute more to their work, facilitating personal growth and
development. Consequently, it is imperative for organizations to inspire their employees to
work diligently in pursuit of the organization's goals and objectives.
In the study conducted by RB Freeman (1997), the findings demonstrates that satisfaction
significantly influences labor market mobility, in part, because it reflects aspects of the
workplace that conventional objective variables fail to capture. Additionally, the paper revealed
that satisfaction exhibits peculiar dependencies on certain economic variables, such as
unionism, shedding light on how these factors impact individuals.
Wail Rahman and Zekeriya Nas in their study (2013), suggested that employees' intentions to
leave their jobs are influenced by their perceptions of employee development. It confirms the
theory that there is a relationship between development, attitudes, and behaviors.
36
According to Ali Hussein Alkahtani (2015), the reasons behind employees departing from
their organizations or companies have captured the interest of both researchers and managers.
Undoubtedly, employee turnover carries significant costs, underscoring the need to
comprehend the factors contributing to this phenomenon. Is it rooted in job satisfaction, a
lack of organizational commitment, insufficient training, employees' perceived support from
both their supervisors and the organization as a whole, the organizational climate, or perhaps
organizational justice? This conceptual paper illuminates pertinent literature and pinpoints the
precursors of employee turnover. It also introduces a theoretical framework that elucidates
the variables responsible for explaining the intention to leave one's position.
2.2 Profile of the company

Solara Active Pharma Sciences Ltd is a Public Limited Company incorporated in February
23, 2017 under the provisions of Companies Act, 2013 to undertake business in
manufacturing, production, processing, formulating, sale, import, export, merchandising,
distributing, trading of and dealing in active pharmaceutical ingredients (APIs). An active
pharmaceutical ingredient (API) is the component of an over-the-counter or prescription
medication that produces its intended health effects. If a prescription drug has a generic, its
name is the same as its API. Combination therapies have more than one active ingredient,
each of which may act differently or treat different symptoms. Before it was under Shasun
Pharmaceuticals Limited. It got its management separated from Shasun Ltd and rules were
made between Strides Shasun Limited (Strides), SeQuent Scientific Limited (SeQuent) and
the Company (Solara) and their respective shareholders and creditors then it was approved by
the Board pursuant to its resolution dated March 20, 2017.
The business is spread across 75 countries globally with extensive operations in key markets
of North America, Europe, Japan, South Korea, the Middle East and North Africa.
Apart from this, the Solara Active has two research and development units - in Bengaluru and
Chennai - equipped with state-of-the-art facilities and a pipeline of 25+ products, at different
stages of development.
Consequent to amalgamation, the entire equity shares held by Company in Strides Chemicals
stands cancelled.
The Board of Directors of Company at its meeting held on April 09, 2021 have approved
Scheme of Amalgamation for merger of Aurore Life Science Private Limited, Empyrean
Lifesciences Private Limited and Hydra Active Pharma Sciences Private Limited (Transferor
37
Companies) into the Company (Transferee Company) in terms of Section 230 to 232 of the
Companies Act, 2013.
The Companies new Greenfield plant situated at Special Economic Zone unit,
Visakhapatnam, Andhra Pradesh, has commenced commercial production in 2021.The Board
at its meeting held on February 3, 2021 has approved to acquire 4,87,000 additional share
capital in Sequent Penems Private Limited, subsidiary company of Solara.
The achievements received by the Company in FY 2020-21 were as follows: The Ambernath
facility received Certificate of Merit from National Safety Council, Maharashtra for Lowest
Average Accident Frequency Rate. They improved EcoVadis Score from 31 to 47 and was
awarded a bronze medal in recognition of Sustainability achievement. The Mangalore site of
company was certified for ISO 14001 and ISO 45001. Besides, they conducted a Red Tag
Event to identify unsafe conditions and acts to make workplace injury and incident free. All
employees and contractors actively participated in the event.
Vision
We will be among the Top 10 Pure-Play global API companies that build significant value
for our partners, stakeholders, and shareholders committed to protecting human life and the
environment.
Mission
To be a customer-centric organization delivering APIs of high quality.
Purpose
Together for a healthier tomorrow.
38
CHAPTER III
RESEARCH METHODOLOGY
3.1 Type of research

The research method used is survey method and the type of research is descriptive research.
3.2 Agency for study

The respondents for the study are the employees of Solara Active Pharma Sciences Ltd. And
the respondents comprises of all levels of employees and no specific group has been only
included. The total population took for the study is 60.
3.3 Description of sample

The sample consists of 60 employees of Solara Active Pharma Sciences Limited. This
includes employees of junior, middle and senior level management. Since some of the
samples included people from rural areas and with lower level of educational qualification
response is collected from them by asking each question whereas for other sample the
questionnaires were distributed to each of them individually. The demographic details of each
of the sample was collected which does not include their names in order to protect the
identity of the subjects of the study.
3.4 Sampling method

Since the population is well defined and the source list was available for the study, the
samples were selected using simple random sampling method.
3.5 Data collection procedure

The data were collected from the respondents through questionnaire having 5 point rating
scale. The questionnaire consists of five topics to be assessed. They are categorized into
employee empowerment, job satisfaction, affective organizational commitment, turnover
intention and service effort. Questions under employee empowerment is to assess the control
employees have in decision making. Affective organizational commitment shows how
employees are committed towards their organization whereas service effort indicates how
employees are dedicated to deliver their service to satisfy organization and customers.
3.6 Research hypothesis

H1: There is significant relationship between empowerment and other independent variables.
39
H2: There is strong positive relationship between job engagement and turnover intention.
H3: Gender plays a moderating role in the relationship between employee empowerment and
job engagement, with women responding differently than men.
H4: Different demographic groups (e.g., age, education level) have varying responses to
empowerment initiatives, leading to differences in job engagement.
Variable formation:
It consists of questions which contains things related to control over solving customer
problems and the extent of their authority to take such decisions.
Job engagement
It consists of questions relating to employees opinion on the company’s work environment,

their job nature, how emotionally employees are attached to the organization and their sense
of belonging to the company, etc.
Turnover intention
This includes employees willingness to leave the organization especially in next five years
and their opinion about this by comparing theirs with the other organization.
Service effort
It reveals employees’ perception on exerting their effort and its effect on the organization.
Demographics
Age
The respondents are classified into four categories depending upon their age. It consists of 20-
25 age group, 25-30, 30-35 and 35 and above age.
Gender
The respondents to this study are categorized into three categories: Male, Female, Others.
40
Departments
The departments of the organization are classified into production, service, packing and others.
Others category consists of housekeeping.
Experience
The respondents are classified according to their work experience and it consists of four
categories such as 0 to 5 years, 5 to 10 years, 10 to 15 years, 15 years and above.
Qualification
Based on qualification people are classified into three such as higher secondary, diploma,
undergraduate and postgraduate.
Shift
Based on different shifts employees work they have categorized into four. Since it is on
rotation basis they have been named as most likely to be in morning shift, most likely to be in
afternoon shift, most likely to be in night shift and general shift which is from morning to
evening.
Role
Respondents have been classified into three categories such as operational, managerial and
administrative roles.
Marital status
The marital status of the respondents can be classified as unmarried, married and separated
people.
Type of employment
This category is classified into three namely, contract, permanent and apprenticeship.
Years of working in Solara
Based on the number of years the responded worked in Solara the years have classified into
four categories such as 0 to 5 years, 5 to 10 years, 10 to 15 years, 15 years and above.
3.7 Measures and scale

The instrument used for the study was used by Wong Humborstad and Perry (2011) which
identifies the factors which helps in indicating empowerment of employees and also measures
41
job satisfaction and organizational commitment of employees. Job engagement concept was
studied by Brue Louis Rich, Jeffrey A. Lepine, Eean R. Crawford (2017), where he
considered job satisfaction as one of the factor contributing for job engagement. Roberts
Darryl R, Davenport, Thomas (2002), study on job engagement includes organizational
commitment as one of the factor contributing to job engagement. Based on this organizational
commitment and job satisfaction are taken under job engagement to study about it.
Scale of empowerment: It was used by Won Humborstad and Perry under his study of
employee empowerment, job satisfaction and organizational commitment - An in-depth
empirical investigation. It has 5 points of scale namely 1 – Strongly disagree, 2- Disagree, 3
– Neutral, 4 – Agree, 5 – Strongly agree. For example it will have question like “I have the
authority to correct customer problems when they occur”.
Scale of job satisfaction: It was used by Won Humborstad and Perry under his study of
empirical investigation. It has 5 points of scale namely 1 – Strongly disagree, 2- Disagree, 3 –
Neutral, 4 – Agree, 5 – Strongly agree. For example it will have question like “You are
satisfied with your job currently”.
Scale of organizational commitment: It was used by Won Humborstad and Perry under his
study of employee empowerment, job satisfaction and organizational commitment - An in-
depth empirical investigation. It has 5 points of scale namely 1 – Strongly disagree, 2-
Disagree, 3 – Neutral, 4 – Agree, 5 – Strongly agree. For example it will have question like “I
do not feel “emotionally attached” to the organization”.
Scale of turnover intention: It was used by Won Humborstad and Perry under his study of
Neutral, 4 – Agree, 5 – Strongly agree. For example it will have question like “You are very
likely to stay in this company for the next five years”.
Scale of turnover intention: It was used by Won Humborstad and Perry under his study of
Neutral, 4 – Agree, 5 – Strongly agree. For example it will have question like “You are very
likely to stay in this company for the next five years”.
Scale of service effort: It was used by Won Humborstad and Perry under his study of
employee
42
empowerment, job satisfaction and organizational commitment - An in-depth empirical
investigation. It has 5 points of scale namely 1 – Strongly disagree, 2- Disagree, 3 – Neutral,
4 – Agree, 5 – Strongly agree. For example it will have question like “I am willing to invest
effort to deliver quality service to customer”.
3.8 Tools for analysis

The various statistical tools used for the analysis of data are as follows:
 Percentage analysis
 ANOVA
 T- Test
 Correlation
3.9 Assumptions
There are several assumptions with regard to this study.
 The participants understood the statements presented for rating and were honest with
their responses.
 An effective and objective method of gathering data may be achieved through a valid
and reliable survey instrument
 It is also assumed that employee empowerment is a valid construct that can be
measured.
43
CHAPTER IV
DATA ANALYSIS AND INTERPRETATION
4.1 Percentage analysis

Table 4.1 Employees’ response based on age
Particulars Frequency Percent
20-25 16 26.7
25-30 9 15.0
30-35 16 26.7
35 and above 19 31.7
Total 60 100.0
AGE
9%
10%
23% 58%
20 - 25 25 - 30 30-35 35 and above
Inference
From the above table, it can be inferred that 26.7% of the respondents belong to the age
group of 20 to 25 years, 15% of the respondents belong to 25 to 30 years age group, 26.7% of
the respondents belong to the age group of 30 to 35 years and 31.7% of the respondents
belong to 35 years and above age group.
44
Table 4.2 Employees’ response based on gender

Male 40 66.7
Female 20 33.3
Total 60 100.0
Gender
33%
67%
Male Female
Inference
The percentage analysis for the employees based on gender shows that 66.7% of the
respondents are male whereas 33.3% of the respondents are female.
45
Table 4.3 Employees’ response based on department

Production 22 36.7
Service 20 33.3
Packing 12 20.0
Others 6 10.0
Total 60 100.0
Department
10%
37%
20%
33%
Production Service Packing Others
Inference
From the table given it can be inferred that 36.7% of the respondents are from production
department, 33.3% belong to service department, 20% percent belong to packing category
and 10% of the respondents belong to the others category.
46
Table 4.4 Employees’ response based on experience

0-5 19 31.7
5-10 13 21.7
10-15 10 16.7
Total 60 100.0
EXPERIENCE
30% 31%
17%
22%
0 to 5 5 to 10 10 to 15 15 and above
Inference
The percentage analysis based on the experience of the respondents shows that 31.7% of
them have 0 to 5 years of experience, 21.7% of the respondents have 5 to 10 years of
experience, 16.7% of them have 10 to 15 years of experience and 30% of respondents have
15 and above years of experience.
47
Table 4.5 Employees’ response based on qualification

Higher
9 15.0
Secondary
Diploma 14 23.3
Undergraduate 21 35.0
Postgraduate 16 26.7
Total 60 100.0
QUALIFICATION
Postgraduate 26.7
Undergraduate 35
Diploma 23.3
Higher Secondary 15
0 5 10 15 20 25 30 35 40
Higher Secondary Diploma Undergraduate Postgraduate
Inference
The percentage analysis based on qualification shows that 15% of the respondents completed
higher secondary, 23.3% of them have completed diploma, 35% of the respondents have
secured undergraduate degree and 26.7% of them have secured postgraduate degree.
48
Table 4.6 Employees’ response based on shift

Most likely to be in
13 21.7
morning shift
13 21.7
afternoon shift
11 18.3
night shift
General shift 23 38.3
Total 60 100.0
SHIFT
22%
38%
22%
18%
Most likely to be in morning shift Most likely to be in afternoon shift

Most likely to be in night shift General shift
Inference
The percentage analysis above shows that 21.7% of the respondents are likely to come to in
the morning shift, 21.7% of them are likely to be in afternoon shift then 18.3% of the
respondents are most likely to be in night shift and 38.3% of them are in general shift.
49
Table 4.7 Employees’ response based on role

Operational 34 56.7
Managerial 20 33.3
Administrative 6 10.0
Total 60 100.0
ROLE
10%
33%
57%
Operational Managerial Administrative
Inference
The percentage analysis based on role shows that 56.7% of the respondents belong to the
operational role and 33.3% of them belong to the managerial role and 10% of them belong to
the administrative role.
50
Table 4.8 Employees’ response based on marital status

Married 38 63.3
Unmarried 19 31.7
Separated 3 5.0
Total 60 100.0
MARITAL STATUS
5%
32%
63%
Unmarried Married Separated
Inference
The above percentage analysis shows that 63.3% of the respondents are married and 31.7% of
them are unmarried and it also shows that 5% of the respondents got separated.
51
Table 4.9 Employees’ response based on type of employment

Permanent 17 28.3
Contract 25 41.7
Apprenticeship 18 30.0
Total 60 100.0
TYPE OF EMPLOYMENT
30% 28%
42%
Permanent Contract Apprenticeship
Inference
This percentage analysis table based on type of employment shows that 28.3% of the
respondents are permanent employees, 41.7% of them are contract employees and 30% of the
respondents are under the apprenticeship category.
52
Table 4.10 Employees’ response based on years of working in Solara

0-5 21 35.0
5-10 16 26.7
10-15 8 13.3
Total 60 100.0
YEARS OF WORKING IN SOLARA
25%
35%
13%
27%
0 to 5 5 to 10 10 to 15 Above 15
Inference
The percentage analysis based on the number of years the respondents have worked in Solara
shows that 35% of them are working for 0 to 5 years in Solara, 26.7% of the respondents are
working for 5 to 10 years and 13.3% of the respondents are working for 10 to 15 years in
Solara and 25% of the respondents are working for more than 15 years in Solara.
53
4.2 One way ANOVA
Table 4.11 One way anova for age and empowerment, job engagement, turnover
intention and service effort
Particulars Age Mean Std. Dev F Sig

20-25 2.0750 .33367
25-30 2.9333 .78102 5.433 .002
Empowerment
30-35 2.7000 .83586
35 and above 2.1684 .57836
20-25 3.2679 .42338
25-30 3.4603 .51892
Job engagement 2.534 .066
30-35 3.4732 .43556
35 and above 3.6692 .38407
20-25 2.9375 .64872
25-30 3.3889 .70833
Turnover intention
30-35 3.3281 .72295 2.534 .066
35 and above 3.5789 .69748
20-25 4.3542 .88165
25-30 4.5185 .64788
Service effort .988 .405
30-35 4.4583 .59473
35 and above 4.7193 .43409
Inference
From the table it can be inferred that there is significant difference (0.02) in empowerment
between age groups at 0.05 level. To be specific people 20-25 age group has lower mean
(2.0750). In case of job engagement (0.066), turnover intention (0.066) and service effort
(0.405) there is no significant difference at 0.05 level. And 35 and above age group has
higher mean for job engagement and turnover intention when compared to others.
54
Table 4.12 One way anova for department and empowerment, job engagement,
turnover intention and service effort
Particulars Department Mean Std. Dev F Sig

Production 2.2091 .53622
Service 2.9700 .78479
Empowerment 10.072 .000
Packing 2.0833 .37618
Others 1.8333 .08165
Service 3.5000 .43603
Job engagement .592 .623
Packing 3.6071 .46441
Others 3.4524 .57440
Service 3.3000 .67180
Turnover intention 2.719 .053
Packing 3.4375 .95421
Others 3.9583 .73172
Service 4.5333 .55567
Service effort 1.031 .386
Packing 4.5833 .72648
Others 4.8889 .27217
Inference
From the table it is inferred that there is significant difference in empowerment (0.000) and
for job engagement (0.623), turnover intention (0.053) and service effort (0.386) it is not
significantly different. Others category has lower mean (1.8333) which means they are less
empowered. Production department has lower mean both in case of job engagement (3.3961)
and turnover intention (3.0795).
55
Table 4.13 One way anova for experience and empowerment, job engagement, turnover
Particulars Experience Mean Std. Dev F Sig

0-5 2.2526 .46591
5-10 2.9231 .87764
10-15 2.6600 .87965
15 and above 2.0333 .38957
0-5 3.2481 .41743
5-10 3.5055 .51381
10-15 3.5143 .41074
15 and above 3.6825 .35522
0-5 2.8553 .52912
5-10 3.5385 .81551
10-15 3.1500 .72839
15 and above 3.7222 .53474
0-5 4.3333 .82402
5-10 4.6154 .55854
10-15 4.2000 .68853
15 and above 4.8333 .26197
Inference
It is inferred from the above table that empowerment, job satisfaction, turnover intention and
service effort are significantly different at 0.05 level as their corresponding values are 0.02,
0.026, 0.001, 0.033. Employees having 15 years and above experience seem to be less
empowered as their mean value is 2.0333 which is lower when compared to others. In case of
job engagement it is opposite that is such employees are more engaged (3.6825) when
compared with others and they have higher service effort (4.8333).
56
Table 4.14 One way anova for qualification and empowerment, job engagement,
Particulars Qualification Mean Std. Dev F Sig

Higher Secondary 1.8222 .06667
Diploma 1.9429 .19890
Undergraduate 2.4381 .57138
Postgraduate 3.0750 .79289
Diploma 3.4898 .46109
Diploma 3.4464 .68766
Diploma 4.4286 .72121
Inference
The result shows that education level has significant impact on empowerment and turnover
intention as the values are 0.000 and 0.006 respectively which is less than 0.05 but not on job
engagement and service effort as the values are 0.233 and 0.202. Employees qualified as post
graduates are more empowered as their mean value is 3.0750, higher than others.
57
Table 4.15 One way anova for shift and empowerment, job engagement, turnover
Particulars Shift Mean Std. Dev F Sig

Mostly likely to be
2.1692 .63164
in morning shift
Mostly likely to be
2.2769 .45854
Empowerment in afternoon shift 3.295 .027
2.1091 .55399
night shift
General shift 2.7391 .82337
Mostly likely to be
3.6044 .45608
in morning shift
Mostly likely to be
3.4835 .46488
Job engagement in afternoon shift 7.798 .000
2.9870 .11874
night shift
Mostly likely to be
3.6154 .55542
in morning shift
Mostly likely to be
in afternoon shift 4.731 .005
2.6591 .67336
night shift
Mostly likely to be
4.8462 .37553
in morning shift
Mostly likely to be
in afternoon shift 12.271 .000
3.7273 .69631
night shift
Inference
Work shift has impact on empowerment, job engagement, turnover intention and service
effort as their significance values are 0.027, 0.000, 0.005 and 0.000 respectively. In case of
empowerment the general shit employees seem to be more empowered and they show more
engagement towards job.
58
Table 4.16 One way anova for role and empowerment, job engagement, turnover
Particulars Role Mean Std. Dev F Sig

Operational 2.0588 .34300
Empowerment Managerial 3.1500 .67707 38.677 .000
Administrative 1.8333 .08165
Job engagement Managerial 3.5357 .44184 .240 .788
Turnover intention Managerial 3.2500 .73449 2.854 .066
Service effort Managerial 4.5000 .53530 1.074 .348
Inference
The results show that role has impact on empowerment as the significance value is 0.000
which is less than 0.05. But for other variables it is more than 0.05 and job role doesn’t have
impact on them. In specific employees in managerial level seem to be more empowered.
59
Table 4.17 One way anova for marital status and empowerment, job engagement,
Particulars Marital status Mean Std. Dev F Sig

Married 2.5053 .81172
Empowerment Unmarried 2.2632 .46213 1.439 .246
Separated 1.9333 .23094
Married 3.5639 .43171
Job engagement Unmarried 3.2707 .43875 3.438 .039
Separated 3.7143 .24744
Married 3.4737 .70181
Turnover intention Unmarried 2.9211 .62390 4.883 .011
Separated 3.7500 .66144
Married 4.5351 .58786
Service effort Unmarried 4.4386 .80164 .633 .535
Separated 4.8889 .19245
Inference
The result shows that there is significant difference in job engagement and turnover intention
as the values are 0.039 and 0.011 which means marital status has impact on those two
variables. Whereas that’s not the case for empowerment and service effort.
60
Table 4.18 One way anova for type of employment and empowerment, job engagement,
Particulars Type of Mean Std. Dev F Sig

employment
Permanent 2.6353 .88948
Empowerment Contract 2.3920 .73139 1.775 .179
Apprenticeship 2.1889 .38484
Permanent 3.6218 .41014
Job engagement Contract 3.5543 .42921 4.278 .019
Permanent 3.5882 .61835
Turnover intention Contract 3.4500 .76376 6.157 .004
Permanent 4.6471 .54608
Service effort Contract 4.5733 .54023 1.155 .322
Inference
From the above table it can be inferred that type of employment has impact on job
engagement (0.019) and turnover intention (0.004) at the level of 0.05. Employees under
apprenticeship category are low empowered (mean 2.1889).
61
Table 4.19 One way anova for years of working in Solara and empowerment, job
engagement, turnover intention and service effort
Particulars Years of working in Mean Std. Dev F Sig

Solara
0-5 2.3714 .60095
5-10 2.7000 .83905
10-15 2.7250 .93159
15 and above 1.9467 .19223
0-5 3.2789 .41766
5-10 3.4911 .47800
10-15 3.6429 .41824
15 and above 3.6571 .38484
0-5 2.9048 .59412
5-10 3.3594 .76359
10-15 3.5938 .76692
15 and above 3.6833 .56273
0-5 4.3333 .80966
5-10 4.5000 .58373
10-15 4.5000 .71270
15 and above 4.8222 .27794
Inference
From the table it is inferred that years of working in Solara significantly impacts
empowerment (0.010), job engagement (0.048) and turnover intention (0.005) but not service
effort (0.173). In specific employees working for 10-15 years are more empowered (mean
2.7250) and in case of job engagement employees working for more than 10 years are more
engaged than others (mean 3.6429 and 3.6571).
62
4.3 T - Test
Table 4.20 Independent sample t-test for gender and empowerment, job engagement,
Particulars Gender Mean Std. Dev T Sig

Male 2.2400 .59606 -2.584 0.07
Empowerment
Female 2.7200 .82181 -2.324
Male 3.3929 .45262 -2.169 0.045
Job engagement
Female 3.6500 .38910 -2.283
Male 3.2563 .68987 -.854 0.114
Turnover intention
Female 3.4250 .78262 -.818
Male 4.5083 .67511 -.232 0.773
Service effort
Female 4.5500 .61440 -.239
Inference
For empowerment and job engagement there are significant differences between males and
females but for turnover intention and service effort there are no significant differences.
Females are more empowered and engaged than males as the mean for male in case of
empowerment and job engagement are 2.24 and 3.39 whereas for female they are 2.72 and
3.65.
63
4.4 Correlation
Table 4.21 Correlation between empowerment, job engagement, turnover intention and
service effort
Job Turnove Service

Particulars Empowerment engagement r effort
intention
Pearson
1 .147 .066 .125
Correlation
Empowerment
Sig. (2-tailed) .263 .615 .342
N 60 60 60 60
Pearson
.147 1 .497** .448**
Job Correlation
engagement Sig. (2-tailed) .263 .000 .000
N 60 60 60 60
Pearson
.066 .497** 1 .743**
Turnove Correlation
r Sig. (2-tailed) .615 .000 .000
intention
N 60 60 60 60
Pearson
.125 .448** .743** 1
Correlation
Service effort
Sig. (2-tailed) .342 .000 .000
N 60 60 60 60
Inference
 From the above table it can be inferred that between empowerment and job
engagement there is positive but weak correlation (0.147).The correlation is not
significant at the
0.05 level as the value is 0.263.
 There is weak but positive correlation between empowerment and turnover intention
(0.066).The correlation is not significant at the 0.05 level as the value is 0.615.
 Between empowerment and service effort there is a positive but weak correlation
(0.125).The correlation is not significant at the 0.05 level as the value is 0.342.
 There is a strong positive correlation between Job Engagement and Turnover
Intention (0.497).The correlation remains significant at the 0.05 level with the value
of 0.000.
 Strong positive correlation exists between job engagement and service effort
(0.448).The correlation is significant at the 0.05 level with the value of 0.000.
64
 There is a strong positive correlation between Turnover Intention and Service Effort
(0.743).The correlation is significant at the 0.05 level with the value of 0.000.
65
 In summary, when considering significance level of 0.05, the inferences remain same
for most of the correlations. The correlations between Job Engagement and both
Turnover intention and Service Effort are highly significant while correlations
involving Empowerment and others weak and not significant.
66
CHAPTER V
FINDINGS OF THE RESEARCH AND CONCLUSION
5.1 Research findings

From the analysis, the following can be inferred
Findings related to demographics
 It can be inferred that 26.7% of the employees responded belong to the age group of
20 to 25 years, 15% of them belong to 25 to 30 years age group, 26.7% of them
belong to the age group of 30 to 35 years and 31.7% of the respondents belong to 35
years and above age group.
 It can also be seen that respondents based on gender can be classified in such a way
that 66.7% are male whereas 33.3% of the respondents are female.
 With respect to departments, 36.7% of the respondents are from production
department, 33.3% belong to service department, 20% percent belong to packing
category and 10% of the respondents belong to the others category.
 Based on the experience of the respondents it is seen that 31.7% of them have 0 to 5
years of experience, 21.7% of the respondents have 5 to 10 years of experience,
16.7% of them have 10 to 15 years of experience and 30% of respondents have 15 and
above years of experience.
 Based on qualification it is inferred that 15% of them completed higher secondary,
23.3% of them have completed diploma, 35% of the respondents have secured
undergraduate degree and 26.7% of them have secured postgraduate degree.
 It is also seen that 21.7% of the respondents are likely to come to in the morning shift,
21.7% of them are likely to be in afternoon shift then 18.3% of the respondents are
most likely to be in night shift and 38.3% of them are in general shift.
 With respect to role, 56.7% of the respondents belong to the operational role and
33.3% of them belong to the managerial role and 10% of them belong to the
administrative role.
 It can also be interpreted that 63.3% of the respondents are married and 31.7% of
them are unmarried and it also shows that 5% got separated.
67
 Based on type of employment the result showed that 28.3% of the respondents are
permanent employees, 41.7% of them are contract employees and 30% are under the
apprenticeship category.
 It can be seen that 35% of them are working for 0 to 5 years in Solara, 26.7% are there
for 5 to 10 years and 13.3% are working there for 10 to 15 years in Solara and 25%
are there for more than 15 years in Solara.
Findings related to research hypothesis
 H1: This hypothesis can’t be considered as the data suggests no significant

relationship between employee empowerment and job engagement, turnover intention
and service effort. So alternate hypothesis must be considered.
 H2: This hypothesis is accepted as there is positive significant correlation between
job engagement and turnover intention.
 H3: This hypothesis is accepted as the empowerment and job engagement of women
is high when compared with men.
 H4: This hypothesis can be accepted as we can see women’s empowerment is higher
than men and people in production department feels less empowered than service
department. Thus the demographic data varies in its significance level according to
the variables.
5.2 Discussions and Suggestions
 From the research it is found that age impacts empowerment. Lesser age groups feel
more empowered than the other groups. So it becomes necessary for the organization
to increase the inclusivity of such people and make them empowered so that
organization’s objectives can be achieved.
 The research also shows that empowerment perception differs based on gender.
Females feel more empowered and because of this their job engagement is also high.
But it is vice versa in case of males. When we consider number of males working at
Solara it is higher than the number of females. So when empowerment and job
engagement of them increases it would reflect a lot in the company’s growth. The
reason may be due to special benefits, working hours as for females the company
allots general shit only.
 When we consider the departments, since people in others department feels very less
empowered and it may be due to their roles but still they exert lot of effort in
delivering
68
their service so it is advisable to recognize them more. It maybe through rewards,
including them in taking decisions with regard to their concerned section of work.
 Persons who have more 15 years of experience and those who work for many years in
Solara itself are tend to have high turnover intention. The reason behind this maybe
that though they exert more effort than the others, they aren’t empowered much.
 Surprisingly higher secondary qualified respondents are tend to have higher turnover
intention but they believe that their effort is essential for a company. So it is possible
that they may not be satisfied with their pay.
 From the results it can also be inferred that general shit employees are more job
engaged than others. So for others it is necessary to give lots of motivations,
refreshment benefits, etc.
 It also shows that respondents working in administrative role are less empowered and
hence more turnover intention. It should also be noted that they give out more effort
in providing services so they may expect more from the company. Identifying that
will help the company.
 Permanent employees tend to have high job engagement. This may be due to their
high job security compared to others. In contrast they also have high turnover
intention than others. The reason may be any which has not been studied here such as
age, other career opportunities, rewards, etc.
 The company can improve their promotional strategies, non- monetary rewards can be
concentrated especially for those in night shifts, etc. As empowerment of an employee
is not affected by job engagement or turnover intention or service effort but all those
are interrelated and has significant difference. So strategies has to be applied in such a
way that all have positive impact on the organization.
5.3 Future research
 The study can be conducted for all the employees working at Solara Active Pharma
Sciences Limited in different locations.
 The study can also be extended to organization other than manufacturing industries to
learn about employee empowerment and job engagement of employees.
 The study can be extended to find the relationship between motivation and job
engagement, employee empowerment and workplace culture, employee development
and training, job engagement and productivity.
69
 Apart from the dimensions suggested in the study there may be other dimensions such
as inadequate training, organizational politics, and bureaucracy. Hence the study can
be extended to various other dimensions possible.
5.4 Limitations
The limitations of the study are that seeking permission for data collection from the
company as they were very keen in confidentiality since it was a hazardous industry.
It has time constraint and the responses may be personally biased. The employees
work in morning, afternoon, night and general shifts. So it has been difficult to take
survey from people belonging to all shifts. The number of female employees is less
than that of male. With the limited number of females the response has to be
collected.
5.5 Conclusion
 In the dynamic landscape of contemporary workplaces, the intertwined concepts of

employee empowerment and job engagement have emerged as pivotal factors in
shaping the success and sustainability of organizations.
 This project embarked on a comprehensive exploration of the relationship between
employee empowerment and job engagement, aiming to shed light on the intricate
interplay of these two constructs and their profound implications for both individuals
and organizations. Organizations that understand, nurture, and leverage these concepts
are poised for success, with a motivated and committed workforce that propels them
towards their goals.
 The absence of a significant relationship between employee empowerment and job
engagement, turnover intention and service effort variables suggests that the degree of
empowerment, in isolation, may not be the primary driver of job engagement,
turnover intention, or service effort within our sample.
 This finding underscores the multifaceted nature of employee engagement and
turnover dynamics, indicating that other factors and contextual elements may exert
more significant influence in our specific organizational context.
 Conversely, the identified relationships between job engagement, turnover intention,
and service effort suggest that these variables are interrelated and may collectively
influence employee behavior and organizational outcomes.
 In the absence of a direct statistical relationship, the organization is presented with an
opportunity to explore, innovate, and create an environment that fosters
empowerment and engagement on a deeper, more meaningful level.
70
 It offers an opportunity for a deeper exploration of the factors influencing the
empowerment and engagement of our employees other than turnover intention and
service effort.
71
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77
QUESTIONNAIRE
Questionnaire to study on employee empowerment and job engagement of employees in

Solara Active Pharma Sciences Limited
On the scale of 1-5 choose the suitable one: 1- Strongly disagree, 2- Disagree, 3- Neutral, 4-
Agree and 5- Strongly agree
S.no Questions (1) (2) (3) (4) (5)

1 I have the authority to correct customer
problems when they occur.
2 I am encouraged to handle customer problems
by myself.
3 I do not have to get management’s approval
before I handle customer problems.
4 I am allowed to do almost anything to solve
customer problems.
5 I have control over how I solve customer
problems.
Job engagement
6 You are satisfied with your job currently.
7 Your work environment is pleasant.
8 You are extremely glad that you chose this

company to work for, over other organizations.
9 I do not feel like “part of the family” at the
organization.
10 The organization has a great deal of personal
meaning for me.
11 I do not feel “emotionally attached” to the
organization.
12 I feel a strong sense of belonging to the
organization.
Turnover intention
13 You are very likely to stay in this company for
the next five years.
14 For you, this company is the best of all
possible organizations to work for.
15 You will not give up this company easily.
16 You seldom hear about or are exposed to jobs

outside your company that interest you.
Service effort
17 I am willing to invest effort to deliver quality
service to customer.
18 I feel that my efforts in providing service will
lead to organizational growth.
19 My efforts are worth for the recognition.
78
Demographic section
1) Age:
a) 20- 25 b) 25- 30 c) 30-35 d) 35 and above
2) Gender:
a) Male b) Female c) Others
3) Department:
a) Production b) Service c) packing d) others
4) Experience:
a) 0 – 5 b) 5 – 10 c) 10 – 15 d) 15 and above
5) Qualification:
a) Higher secondary b) Diploma d) undergraduate e) postgraduate
6) Shift:
a) Most likely to be in morning shift b) Most likely to be in afternoon shift c) Most likely
to be in night shift d) General shift
7) Role:
a) Operational b) Managerial c) Administrative
8) Marital status:
a) Married b) Unmarried c) Separated
9) Type of employment:
a) Permanent b) contract c) Apprenticeship
10) Years of working in Solara:
a) 0 - 5 b) 5 to 10 c) 10 to 15 d) 15 and above
79

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A PROJECT REPORT

MASTER OF BUSINESS ADMINISTRATION

Professor Dr. S. RIASUDEEN

DEPARTMENT OF MANAGEMENT STUDIES

I express my heartfelt gratitude to Dr. R. Kasilingam, Head of the Department, Department of

My project guide Dr. S. Riasudeen, Asst. Professor, Department of Management Studies,

This project titled EMPLOYEE EMPOWERMENT AND JOB ENGAGEMENT OF

5.2 Discussions and Suggestions..........................................................................................64

Table 4.1 Employees’ response based on age..........................................................................41

1.1 Research background

By 1940s Participative Management Theory gained momentum. Organizations started

Contemporary management theories such as agile management, transformational

Importance of employee empowerment in an organization

How employee empowerment can be increased?

Evolution of the concept of job engagement

 Physiological Needs: Positioned at the foundation of the pyramid, these encompass

Factors influencing job engagement

 Emotional Attachment: This metric evaluates the emotional bond an employee

Frederick Herzberg’s Two Factor Theory:

Locke’s Value Theory:

Adam’s Equity Theory:

Opponent Process Theory:

Benefits of job satisfaction

Measurement of job satisfaction

Affective organizational commitment

In case of continuance commitment, there is a compulsive need to stay in the organization.

Ways to improve organizational commitment of employees by the organization

 Foster transparency and effective communication:

Factors influencing employees’ turnover intention

Ways to measure turnover

 Overall retention rate

Reasons why employees effort in providing service is important

 Strengthens company culture

In summary, cultivating employee empowerment within a company significantly influences

1.2 Identified problem

1.3 Need for the study

2.1 Review of literature

The research of Atmojo (2015), indicated a positive and significant influence of

In the study conducted by CE Lance (1991), a comprehensive model was developed to

According to MH Ameer and S Bhatti (2014), employee empowerment is frequently regarded

According to E Babakus, U Yavas and OM Karatepe (2003), there is connection between

According to their study employee performance pertains to the efforts of an individual

According to Henry Ongori (2009), empowerment is a widely embraced concept in

According to Robert A Brymer (1991), employee empowerment represents a comprehensive

2.2 Profile of the company

3.1 Type of research

3.2 Agency for study

3.3 Description of sample

3.4 Sampling method

3.5 Data collection procedure

3.6 Research hypothesis

It consists of questions relating to employees opinion on the company’s work environment,

Years of working in Solara

3.7 Measures and scale

3.8 Tools for analysis

DATA ANALYSIS AND INTERPRETATION

4.1 Percentage analysis

20 - 25 25 - 30 30-35 35 and above